Independent Development Trust
Presentation to
Portfolio Committee for Public
Works
2010/12 Corporate Plan
23 June 2009
Content
Compliance Statement
Overview
2010/12 Corporate Strategy
Partnerships
Long-term Sustainability
Concluding Comments
Compliance Statement
2010/12 Corporate Plan is prepared in
compliance with:
Chapter 29 of the Treasury Regulations;
Section 52 of the PFMA, which enjoins
government departments and public entities
to prepare a three-year Corporate Plan; and,
The structure complies with National
Treasury’s 2008 Practice Note on the
submission of Corporate Plans.
Overview
Overview
The IDT is
Trust
Development Agency
established in 1990.
Cabinet decision, March 1997:
"The IDT must be transformed into a government development
agency that will implement projects which are commissioned by
government departments. It must cease to be a civil society
organisation, an independent agency or a funding agency
Public Finance Management Act: Schedule 2 Public Entity
Accounting Authority: Board of Trustees
Executive Authority: Minister of Public Works
Further refinements to Mandate
1998: Amended Deed of Trust
Cabinet October 2000: Support government
with coordinated management of the ISRDP
Presidency: Support ASGISA: March 2006
Cabinet November 2008: Programme
Management Agency for the Jobs for Growth
Programme
How we understand our mandate
Support the social policy agenda :
halving poverty and unemployment (creation of decent work an
sustainable livelihoods)
measurable improvements in the quality of life; and,
social cohesion
IDT established as a redistributive mechanism
Hence we support all spheres of government with
planning and implementing the national development agenda
with particular reference to the eradication of structural
intergenerational poverty, employment creation; sustainable
development and sustainable livelihoods
monitoring the effectiveness of interventions
deriving, documenting and sharing the lessons
Includes interventions initiated, designed and funded by the IDT
Changing roles: responsive
organisation
Over the 19 years of its existence, the IDT’s role
in the development sector has shifted:
grant making agency
programme implementation agency
development planning & implementation
development integration and coordination
Programme design
Social facilitation
Demonstrated the capacity to ‘reinvent’ ourselves
in response to the environment- remain relevant to
our mandate
Business Model
Anchored in the IDT’s
Commitment to the eradication of poverty,
unemployment and alienation of majority trapped in
the cycle of chronic intergenerational poverty; and,
Confidence in the social policy agenda
Belief that no single institution can do it alone
Government has the resources and the political will
Private sector, donors: do not have reach/experience
Poor: do not have capacity or power to access
resources
Hence there is a Development Gap: need a vehicle
IDT Business Model
SERVICE AGENCIES
Donors, Government, Private Sector:
Support institutions with resources to reach their target groups
DEVELOPMENT
GAP
DEVELOPMENT
GAP
DEVELOPMENT
GAP
Improve capacity of people and their institutions to reach services
TARGET POPULATION
Vision and Mission
VISION
To be the leading knowledge-based
development agency
MISSION
The IDT, with strategic partners, will
enable poor communities to access
resources, and to recognize and unlock
their own potential to continuously
improve the quality of their lives
Core Business Areas
Development Programme Management
Harnessing/Leveraging Resources
Institutional Delivery & Capacity Building
Knowledge Management
Social Facilitation
2010/2030 Strategic Vision
Executive Summary: PAGE 3-6
INTRODUCTION
Mandate: Building on the IDT’s effectiveness as a redistributive mechanism, the
IDT was constituted as a pubic entity to support government with the eradication
of poverty.
This mandate remains unchanged, and the IDT’s corporate strategy is grounded in
this mandate and its role as a public entity and development agency
DEVELOPMENT PERSPECTIVES
Development Agencies: Historically established to drive transformation and
innovation. IDT’s track record confirms its effectiveness in this regard
“Development is about achieving the full set of human aspirations and about an
increase in the autonomous competence of society to sustain itself and be
prosperous under changing conditions
Human centered development & poverty eradication: social policy objective
since 1994. However limited success with eradicating chronic poverty
Hence draft long-term comprehensive anti-poverty strategy
2010/30 Strategic Vision locates IDT, established development agency and
redistributive mechanism with national presence and reach, as a vehicle within the
delivery value chain of a long-term comprehensive poverty eradication strategy.
Executive Summary cont. : 2010/30 Strategic Vision
Government expectation: Anti-Poverty Strategy will reduce dependency on the state
& establish sustainable livelihoods. However, this demands participation of poor
households and communities & an appropriate balance between a demand–driven
and supply-driven approach, which is a fundamentally different approach.
IDT’s 2010/30 Strategic Vision is premised on the understanding that the
eradication of chronic intergenerational poverty requires a long-term strategy, and
the 2010/12 Corporate Strategy is the short-term plan for the implementation this
Strategic Vision.
The 2010/30 Strategic Vision embodies a number of principles:
shaped by the aspirations of & indicators for well-being as expressed by poor
households and communities.
Peoples’ participation
IDT will strengthen its social facilitation and community mobilisation role
Partnerships with institutions with complementary mandates
Retain and strengthen the delivering on public-mandate programmes (but at full cost
recovery.) Invest IDT’s financial resources in community-mandated programmes, which
will include, research and documentation; design and implementation of communitydriven projects; institutional capacity building; and resource mobilisation.
Executive Summary cont.
Strategic Objectives
To attain sustainable livelihoods through
people centred development
interventions
To pioneer innovative development
solutions
To ensure excellence in service delivery
Figure 1: Together, Eradicating Intergenerational
Poverty
Sustainable
Development Solutions
IDT Methodologies
& Resources
Partner
Resources
COMMUNITY ASPIRATIONS
& ASSETS
IDT social facilitation & mobilisation igniting innovation
OVERVIEW : PAGE 7-17
HISTORICAL BACKGROUND: (covered in an earlier slide Strategy)
DEVELOPMENT SECTOR OVERVIEW: discussed in previous slide on Business Model. In
addition refers to the recommendations of the DFI Review, e.g., “the IDT is broadly
meeting its mandate.”
SITUATIONAL ANALYSIS:
Universal compact to eradicate poverty & the national development agenda
affirms international development priorities, e.g., MDGs
MDGs are minimalist, e.g., the target for the goal of halving the number of people
living in extreme poverty, is earning 1$ (US) per day.
Draft Anti-Poverty Strategy fundamentally shifts from the minimalist MDG targets
and indicators towards addressing chronic, intergenerational poverty at
household level and which takes account of the racial, spatial and gender
dimensions of poverty
Chronic intergenerational poverty is “poverty that is passed from one generation
to the next, that is, the most severe form of chronic poverty, can be assessed by
comparing the wellbeing of two generations within the same household.”
Based on international best practices we argue for the appropriate institutional
mechanisms & IDT’s positioning as the dedicated development agency supporting
government with the implementation of a comprehensive, integrated, anti-poverty
strategy
OVERVIEW CONT.: STRATEGIC NICHE:
As a flexible and innovative development agency and in its quest to remain
relevant, the IDT’s strategic focus has shifted:
1990-1998: independent, civil society, grant-making agency
1999-2003: Focus in the 1st Decade of Democracy -supply-driven development
delivering the RDP through, for example, social infrastructure and other
development outputs. Since the 1st-year of becoming a public entity the IDT
managed a portfolio of social infrastructure and social development programmes
almost exclusively in rural areas of in poorer provinces
2004-2007: Vision for the 2nd Decade of Democracy (2004-2014) - halving poverty
and unemployment, economic integration of marginalised communities and
groups, measurable improvements in the quality of life and social cohesion.
Hence in 2004 IDT responded with a strategic shift in focus from development
outputs to designing and delivering development outcomes and impact.
2007-09: Based on an analysis of the environment, the IDT developed a more
focused interpretation of its role & Corporate strategy was targeted at women as
the primary beneficiaries, partners and participants
2010/30: The IDT redefined its role and will invest its resources exclusively in the
eradication of intergenerational poverty
In spite of these strategic shifts, the IDT’s business model remained anchored
in the eradication of poverty, unemployment and social exclusion
OVERVIEW CONT.: STRATEGIC VISION
LONG-TERM (15-20 YRS) : Best practices in successful poverty eradication
typically: only able to report on impact after a period of 15-20 years;
recognises the feminisation of poverty & role of women. IDT is established as
the fully fledged implementation arm in the delivery of the Anti-Poverty Strategy;
the development agency which designs and pilot innovative approaches to
sustainable development and poverty eradication; and
Evaluates, documents and packages models such that it can be absorbed by line
functions and the IDT can initiate innovation process in a new development
challenge
The country would have fundamentally transformed the face of poverty. No further
need for a development agency focusing on the eradication of intergenerational
poverty
MEDIUM TERM (15-10 YRS): The IDT
Is proving its effectiveness as the innovation arm of government’s poverty
eradication and sustainable development delivery system.
Developing and testing flexible, responsive systems and processes for innovation
and replication.
Has changed its portfolio from the current dominance of social infrastructure. The
latter is one of the methodologies enabling entry into communities
OVERVIEW CONT.: STRATEGIC VISION
SHORT TERM (10-5 YRS): Currently 95% of the IDT’s budget and 85% of
its effort is dedicated to social infrastructure delivery. The
organisation will
Fundamentally shift its service delivery models and will no longer
subsidize public-mandate social infrastructure delivery. This service will
be undertaken at full cost recovery.
Become more selective about the programme management agreements it
enters into, giving preference to those which have potential for building
innovative community-based models and for building the capacity of civil
society organisations and community-based structures to influence,
participate and sustain development investments.
IMMEDIATE FUTURE (0-5 YRS): 2010/12 is
viewed as the short-term period of the 2010/30 Strategic Vision
2009/10 as the entry year
Execute a turnaround strategy and the strategies, strategic objectives
and targets in the 201/12 Corporate Plan are thus directed at achieving
such a turnaround.
Strategy: Page 17-22
Key roles: How will we do it?
Advocacy
Operational Programmes
Best practice and capacity Building
Strategy cont.: Key Components
Leverage:
Funds: multi-lateral funding agencies, private global donor
foundations, private sector (CSI) and government
Political Principals
Communities (needs further research)
Households: NGO’s & CBOs: Wider coverage and reach
Coordination: learning from & more effectively than in ISRDP
Integration: SLA principles as indicators
Value-Add/ Competitive Advantage: to be embedded in the
corporate culture
Responsiveness
Political legitimacy & recognition
Programme packaging & management
Strategic partnerships to enhance development impact
Championing role
Reach & engaged in communities
2010-30 Strategy: Strategic Focus
Areas
Advocacy: Influencing the overall debate and development
landscape. The development of:
The national anti-poverty strategy
Provincial anti-poverty strategies and plans
Municipal anti-poverty plans and commitments to targets, and
Programme specific Advocacy
Programmes
Public-mandate Social Infrastructure
Community-mandated Social Infrastructure
Community-based Investment mobilization
Catalytic Programme Management Support
International Technical Support & Exchange Programme
Strategic Interventions
Shareholder directed programmes
Level of Effort
(Time and People)
Funds (Trust
Funds budget
spent pa)
Timeframe for P rog.
(Utilization of Trust
Funds)
1)
Public-mandate Social
Infrastructure
30%
0% *
Medium 10 years
1)
Community-mandated Social
Infrastructure
20%
15%
Short-term 5 years
1)
Community-based Investment
Mobilization
20%
50%
Short-term 5 years
1)
Catalytic Programme
Management Support
20%
5%
Long-Term 30 years
1)
International Technical
Support & Exchange
Programme
5%
10%
Long-Term 30 years
Strategic Interventions
5%
10%
Short-term 5 years
Advocacy Work
Cross cutting
Cross cutting
Admin Overhead
Cross cutting
Cross cutting
1)
Contingency
10%
2010/30 Strategic
Focus Areas
Level of Effort + Budget
Public mandate
programmes
40%
IDT / Donor funded
programmes
30%
Institutional
Capacity Building
30%
Publicly-funded
social infrastructure
IDT driven
strategic intervention
Advocacy
Publicly- funded
social development
Community
social development
Development
intelligence
Public
strategic
interventions
Community
mandated
social infrastructure
Institutional
delivery capacity
Publicly-funded
catalytic
Prog. Mgmt
IDT driven catalytic
Programme
management
Community based
investment
Governance & Contingency: 15%
International
participation
National Turnover Trend
National Turnover Trend
1,600
1,400
Value (R million)
1,200
1,000
800
600
400
200
-
2001/2002
Turnover
440
2002/2003
1,044
2003/2004
958
2004/2005
1,078
2005/2006
969
2006/2007
1,275
2007/2008
1,200
2008/2009
1,565
Past Performance
Financial Year
Target
Expenditure
R millions
2002/2003
1 044
2003/2004
958
2004/2005
1 078
2005/2006
969
2006/2007
1 275
2007/2008
1 200
2008/2009
1 565
PROGRAMMES DELIVERY TO DATE
1,800
1,600
1,400
1,200
1,000
800
600
400
200
-
Target
2002/2003
1
1
1
6
650
747
767
551
079
167
313
274
%
62%
78%
71%
57%
85%
97%
84%
Expenditure
2003/2004
2004/2005
2005/2006
2006/2007
2007/2008
2008/2009
IDT VALUE ADD
CORE BUSINESS
PUBLICMANDATED
PROGRAMMES
(40%)
COMMUNITYBASED
PROGRAMMES
(30%)
INSTITUTIONAL DELIVERY
CAPACITY BUILDING
(30%)
2010/30 Strategic Shift Effort
INTERNAL
FOCUS
(15%)
EXTERNAL
FOCUS
(15%)
2010/30 Strategic Shift Effort
in Context
Function
Current Level
in IDT
2010
Target
2012
Target
2014
Target
Public Mandated Effort
90%
85%
65%
30%
Community-based
Poverty Eradication
Programmes
3%
5%
20%
40%
Institutional Delivery
Capacity Building
7%
10%
15%
30%
Key Performance Indicators: Page 23-26
Key Result Areas, Key Performance Areas and the
Key Performance Indicators (KPIs): page 23-25
Appendix 1: 2010/12 Corporate Business Plan.
..\..\..\2010-12 CORPORATE STRATEGY\CORPORATE
PLAN\2010-12 Corporate Business Plan.docx
KPIs= measures by which the organisation’s success
in achieving its objectives will be measured.
Key assumptions: included as footnotes to provide
clarity on the parameters of the KPIs.
Key Performance Indicators: Page 23-26
The IDT has three strategic objectives:
To attain sustainable livelihoods
through people centred development
interventions
To pioneer innovative development
solutions
To ensure excellence in service
delivery
IDT Aligned to the MTSF and National Priorities….
MTSF and SON priority area
IDT Programmatic Area
MTSF 1) Creation of Decent Work
for All linked to an integrated
rural development strategy
including Phase II of the
EPWP and the NYS
MTSF 2) Economic and Social
Infrastructure investment
Programme
MTSF 5) improving the nations
health profile by (amongst
others) stepping up the
hospitals revitalization
programme
SON: “as part of Phase II of the
EPWP the Community Work
programme will be fast
tracked” and “working
together we will speed up
economic growth and
transform the economy to
create decent work and
sustainable livelihoods”
1) Public-mandate Social
Infrastructure
Level of Effort
(Time and People)
Funds (Trust
Funds budget
spent
pa)
30%
0% *
Timeframe for P rog.
(Utilization of Trust
Funds)
Medium 10 years
IDT Aligned to the MTSF and National Priorities….
MTSF 3) Improving quality of life in
rural households linked to
revitalized rural towns and
skills development
SON: “[we must] transform our
cities and towns [through]
building cohesive, sustainable
and caring communities with
closer access to work and
social amenities”
2) Community-mandated
Social Infrastructure
20%
15%
Short-term 5
years
MTSF 4) Investment in building
human capital [and other
community assets] including
learning outcomes and ECD
MTSF 7) Promoting cohesive and
sustainable communities by
giving members of society the
capacity to cooperate in ways
that create the possibility of
positive change
SON : “transformation will be
undertaken in support of
women, youth and people
with disabilities”
3) Community-based
Investment
Mobilization
20%
50%
Short-term 5
years
IDT Aligned to the MTSF and National Priorities….
MTSF 10) Substantially improving
the delivery and quality of
the democratic development
state
SON “working with the people and
supported by our public
servants we will build a
developmental state”
4) Catalytic Programme
Management
Support
20%
5%
Long-Term 30
years
MTSF 8) Ensure that international
relations contribute to the
creation of an environment
conducive for economic
growth and development
SON “we are committed to
building a better Africa and a
better world”
5. International
Technical Support &
Exchange
Programme
5%
10%
Long-Term 30
years
Supporting the MTSF thrust to
minimize the impact of the
economic down-turn through
jobs and poverty reduction
measures
SON “the constraints posed by the
economic crisis…should
urge us to implement… with
speed and determination”
6) Strategic
Interventions
5%
10%
Short-term 5
years
IDT Aligned to the MTSF and National Priorities….
Advocacy Work
Cross cutting
Cross cutting
Admin Overhead
Cross cutting
Cross cutting
Contingency
10%
2010/12 Corporate Plan: Key Content Issues
GOVERNANCE STRUCTURES: (PGS 26-28): Shareholder (Shareholder Compact
attached as Appendix 2); Board of Trustees; and Management structures
FINANCIAL PLAN (PGS 29-34): Information on planning approach; projected
income statement, balance sheet and cash flows; and, capital expenditure
plan.
RISK MANAGEMENT PLAN: (PGS 35-40)
FRAUD PREVENTION PLAN (PAGE 41)
MATERIALITY FRAMEWORK (PGS 42-44): tool to ensure efficiency and
accountability by determining the benchmarks against which particular
matters will be reported or presented for approval.
SHAREHOLDER COMPACT (PGS 62-77)
2010/12 Corporate Plan: Other Supporting
Frameworks
HUMAN RESOURCES PLAN: PAGE 45-47
EMPLOYMENT EQUITY PLAN: PAGE 47-50
ENVIRONMENTAL PLAN: PAGE 51-53
COMMUNICATIONS PLAN: PAGE 53-56
OTHER APPENDICES:
CURRICULUM VITAE: BOARD OF TRUSTEES
HIGH-LEVEL ORGANOGRAM
CURRICULUM VITAE: EXECUTIVE MANAGEMENT
Concluding Comments on Corporate Plan
2010/30 Strategic Vision concluded in Aug-08.
However, demonstrates the IDT’s effective
anticipation of the changes in the social policy
agenda
Have already begun to review KPI’s and targets
to ensure that we support the POA. E.g.,
submission to Social Cluster to deliver 9
functional schools (IDT funded Mud Schools
Programme); implementing agency for the nonstate sector of EPWP 2
2010/12 Budget
Main considerations
• DFI Review: (Business Case & expected funding)
• Strategic shift
• Existing financial capacity over the MTEF
period
Budget: Main features
•
Expenditure (excl. provisions) up by R29.7 million
(9.1%)
•
Investment income down by R16.3 million (17.9%)
•
Management fees up by R14.5 million ( 152%)
•
Funding drawn from capital base up by R36.2 million
( 10.4%) before prior year funding of Mud Schools
Budget Apportionment
Provision
8%
CSU
23%
DPS (Including
Strategic
projects)
55%
FSU
6%
Office of CEO
8%
Standard cost categories
R mil
•
Salaries
%
187.5
48.9
50.25
13.1
(incl. training)
•
•
Consultancy fees
Travel & accommodation
37.41
9.7
(Air and land)
•
Office rent, impr.
and rates & taxes
• Tel. and data lines
• Media and Communic.
• Other
13.57
12.59
8.11
55.63
3.6
3.4
2.1
14.5
Budget shifts in line with strategic shift
• R 51.5 million ring fenced for direct community
driven programme interventions
• Management fees adjusted upwards in line with
new contractual expectations
• Material expenditure increases not possible
(reliance therefore on transformation of operations)
Guidelines for Outer Years
• Turnover expected to stabilize
• Salary increase aligned to expected rate of
inflation
• Contractual escalations
• Inflation projected 7%
• Community mandated poverty eradication
programmes maintained for full period
• Management fees increased to achieve cost
recovery in 5 years
• Non cash items provided for
MTEF Comparative Figures
2007/2008
2008/2009
2009/2010
2010/2011
2011/2012
R million
R million
R million
R million
R million
Investment
income
74.2
90,9
74.6
48.5
17.5
Management
fees
13,0
9.5
24
40
60
Total
Revenue
87.2
100.4
98.6
88.5
77.5
Expenditure
248
479.1
383.3
409.0
450.0
Deficit
160,8
378.7
284.7
320.5
372.5
Main Fund
1377
999
715
394
23
(2008 and 2009
include Mud
schools)
Budget: Concluding Comments
• Total budget increase is conservative and is in
line with approved budget guidelines
• Allocations can be afforded in MTEF period
• Limited capacity exist to significantly impact
on revenue generating capacity in the short
term
• Cost efficiency of project initiated
Partnerships
Partnerships
Partnerships are inspired by IDT’s mission to work “with strategic
partners, [to] enable poor communities to access resources, and to
recognize and unlock their own potential to continuously improve the
quality of their lives”. These have included:
International corporation partnerships directed at improving the
capacity of the IDT and state to deliver such as Kellogg
Foundation and the Republic of Cuba
Civil Society partnerships directed at gender mainstreaming and
women’s empowerment including the Progressive Women’s
Movement of SA, SA Women in Dialogue (SAWID), South African
Women in Construction (SAWIC)
those directed at promoting economic participation, social
cohesion and sustainable livelihoods which have included
economic sector partners including small and medium sized
contractors, the NEF, and Lonim Platinum as well as civil society
organisations such as Khanya and SOMAFCO X
Consequently the IDT is in the process of finalising its stakeholder and resource
mobilisation strategies with a view of integrating and synergizing its relations
Long-term
Sustainability of the
IDT
Perspectives on sustainability
Overall sustainability refers to achieving a balance between relevance
of purpose, financial viability and institutional integrity
Relevance is key: Pertains to the IDT’s ability to remain relevant and
efficient, adding value to the national development priorities through
programmes and initiatives aimed at the redress, redistribution and
the eradication of poverty.
Hence in terms of its mandate, the IDT offers a unique suite of
services, which differentiates it from other institutions:
− Models, products and services for development programme
implementation, harnessing of resources with strategic partners and
improving delivery capacity.
− Rapid assessment and implementation of interventions and ability to reach
the remote areas of the country.
− A knowledge–based institution with sound monitoring and evaluation
systems and tools
− Quality services that consistently add value (not extra hands)
−
However, the IDT must be financially sustainable in the medium term
if it is to achieve overall effectiveness
Board Decisions: August 2005
Approved a business model which is a hybrid of three
options:
A: IDT Profile Services: innovative projects designed
and implemented by the IDT and in which the IDT
invests its own resources
B: Service Delivery Programmes: where the IDT
renders programme implementation (current turnover
programmes) at full cost recovery including
programmes delivered free in the past
C: Specialist Support Services: commercial projects,
where the IDT’s expertise and resources are required
and are important enough for the client to be prepared
to pay a premium (e.g. strategic planning, programme
evaluation, designing poverty profiles)
Key Assumptions underpinning the
Board Decisions: August 2005
The IDT must invest its resources in
innovative models of people-centered
development and create the best practices
and success stories in poverty eradication.
This implied:
The reduction of the capital base
The IDT would be able to demonstrate its
effectiveness to the Shareholder and
citizenry thus persuading them to recapitalize
the IDT as a further investment to the national
development agenda.
The Board decision 25-Oct-06
Accepts that operational budget might\will in future exceed
income. However the IDT remains:

Relevant in its mandate

Invaluable to the Shareholder

A leading development agency
Did not and could not have predicated:
the real value of inflation which has decreased purchasing
power of the capital base.
Fluctuating & diminishing real interest rates which are well
beyond our control
Escalating cost with the exponential growth in business. This
growth in the portfolio is expected to continue
The outcomes of the DFI review which confirmed the IDT’s
role as a development agency but also highlighted the need
for the IDT to charge public sector entities for services
rendered
Long-term Sustainability:
three interdependent pillars
Financial
Sustainability
Institutional
integrity
Relevance of
Mandate
LONG TERM
SUSTAINABILITY
Relevance of
mandate
National
Development
agenda
Financial
Sustainability
PFMA:
Schedule 2
Niche
Capital Base
Institutional
integrity
Quality of
outputs
Leadership
Comparative
Advantage:
‘Market’
Opportunities
Operational
Budget
Human Capital
Business Case Process
In June 2006 The IDT, with the support of DPW
approached National Treasury, who
recommended the Business Case process.
Started in Nov-06, but halted due to the DFI
Review which was ‘concluded’ in May-07
Resumed Business Case in Aug-07
May 08: Business Case rationale for
sustainability (and thus the work done based on
this rationale) rejected by the Board. Limiting
visions. Agreed that the process would be
resumed after finalisation of the corporate
Strategy
Business Case: Current Status
Costing Model: critical element of the Business
Case due to be completed by 31 May
Cabinet Memo: For a Cabinet decision on
mandate of the IDT and to recognise that the IDT
must be recapitalised or ‘come on line’ or a
hybrid of both
Technical process: rationale has been revised
based on the 20101/30 Strategy as opposed to
the rationale definition process being led by
consultants. The technical process has been
resumed
THANK YOU
Thembi Nwedamutswu:
Chief Executive Officer
(012) 845 2061
+27 82 611 4000
thembin@idt.org.za
www.idt.org.za